What is Six Sigma?

The methodology known as Six Sigma was developed by Motorola in 1986. The goal was (and still is) to enhance quality and efficiency in the production process. The Six Sigma methodology focuses on minimizing errors and variable outcomes to achieve process improvement. Process confirmation is, therefore, a crucial factor when applying Six Sigma. Additionally, Six Sigma encourages a closer look at individual tasks. By viewing each task as a unique process, all steps in the production process can be analysed and optimized. Accurate data is essential in this approach, enabling fact-based decision-making. Companies that implement Six Sigma often train employees at different levels, known as Belts. More about these Six Sigma Belts will be covered later in this article.

What is Six Sigma used for?

Six Sigma is used to improve processes, reduce defects, and increase efficiency. Not just in manufacturing, but also in sectors like healthcare. Organizations use Six Sigma to identify and eliminate errors and variability. Additionally, Six Sigma can support audits, as it makes it easier to analyse processes thoroughly and identify weak points. By collecting large amounts of data, inefficiencies, errors, and execution issues can be detected more quickly. The result? A more objective, data-driven audit that allows organizations to proactively implement improvements. Beyond process improvement, Six Sigma adds value in areas such as customer satisfaction, risk management, cost reduction, and quality control. In short, the Six Sigma methodology is essential for staying competitive.

The Six Sigma approach

Six Sigma focuses on process improvement and defect reduction through a structured, data-driven approach. With statistical analysis and continuous improvements, Six Sigma helps organizations work more efficiently and enhance customer satisfaction. A Six Sigma model needs to be well-structured. There are two main methodologies in Six Sigma: DMAIC and DMADV. The best choice depends on the situation.

DMAIC

DMAIC is a methodology within Six Sigma used to improve existing processes. It is the most classic Six Sigma model and was developed shortly after Six Sigma itself. It is widely applied in quality control and operational optimization. DMAIC consists of five phases, starting with problem identification and goal setting, and ending with ensuring lasting results:

• Define – Identify the problem and set objectives.
• Measure – Assess current performance and collect data.
• Analyse – Identify the causes of defects or inefficiencies.
• Improve – Implement solutions to enhance the process.
• Control – Sustain improvements and ensure long-term results.

DMADV

DMADV, unlike DMAIC, focuses on designing new processes or products. If an existing process cannot be improved using DMAIC, the DMADV method can be applied instead. This methodology helps companies develop innovative, efficient, and customer-focused products and services. DMADV also consists of five phases:

• Define – Determine customer requirements and project goals.
• Measure – Identify and measure critical quality factors.
• Analyse – Evaluate alternative designs and solutions.
• Design – Develop the optimal design.
• Verify – Test and implement the design.

Who is involved in a Six Sigma project?

A Six Sigma project involves more than just production employees and management. Stakeholders and customers also play a crucial role, as they can provide input on process improvements and assess their impact.

Besides these external stakeholders, there are also many internal participants. These can include process workers, as well as individuals with specific roles within the Six Sigma project. These roles are categorized using Six Sigma Belts.

Six Sigma Belts

Each Six Sigma Belt level comes with specific responsibilities. To achieve these belts, individuals can undergo training. This allows employees to gradually take on more responsibilities within Six Sigma projects. The following Six Sigma Belts exist:

• Yellow Belts – Have a strong foundational knowledge of Six Sigma and its core principles. They play a supporting role in smaller projects and work with basic DMAIC concepts. Their tasks include data collection, conducting simple analyses, and collaborating with Green and Black Belts on improvement initiatives.
• Green Belts – Often lead smaller projects independently within organizations. They possess more in-depth knowledge of Six Sigma and, alongside their regular job responsibilities, execute smaller Six Sigma projects or assist Black Belts in larger initiatives. They use statistical and analytical tools to diagnose process issues, analyse data, and implement improvements.
• Black Belts – Project leaders who work on large, long-term projects with significant impact on process improvements and the organization. They also coach and train Green Belts.
• Master Black Belts (MBBs) – Experts responsible for developing strategies, mentoring Black Belts, and delivering training. They work closely with management to analyse and enhance business performance.

For those who have completed all these levels, there are even higher Six Sigma roles with broader responsibilities:

• Champions – Senior leaders who promote Six Sigma within the organization and remove barriers. They define the vision and goals of projects, prioritize initiatives, and work with Master Black Belts to ensure successful implementation.
• Executive Leadership – Senior managers who support Six Sigma, set strategic goals, and allocate resources. With their extensive experience, they make high-level decisions to ensure long-term success.

Difference between Six Sigma and Lean Six Sigma

Six Sigma is sometimes confused with Lean Six Sigma, but there are key differences in approach and focus. Six Sigma focuses on reducing process variability and defects using data analysis and statistical methods. The DMAIC and DMADV methodologies are used to improve or redesign processes. Six Sigma aims for near-perfect performance, allowing a maximum of 3.4 defects per million executions. Lean Six Sigma, on the other hand, combines Lean principles with Six Sigma. Lean focuses on streamlining processes and eliminating waste, making operations more efficient. As a result, Lean Six Sigma not only reduces defects and variability but also improves cycle time, efficiency, and customer value. Many companies choose Lean Six Sigma to achieve both quality improvement and productivity gains, resulting in faster and more cost-effective processes.

Want to optimize your business processes?

EZ-GO by EZ Factory supports process optimization with digital tools that align with Six Sigma principles. The platform enables the creation and management of visual work instructions, ensuring that operators always have access to clear and up-to-date procedures. This reduces variability and increases consistency in process execution. Additionally, EZ-GO offers a task management system for planning and monitoring recurring tasks, such as autonomous and preventive maintenance. By digitizing checklists, audits, and work instructions, EZ-GO helps reduce errors and standardize processes – seamlessly aligning with Six Sigma’s objectives.

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What does takt time mean?

Simply put, takt time is the maximum available time per unit to meet customer demand. This time can vary significantly—ranging from just a few seconds for large-scale manufacturers to several minutes for custom-made products. By understanding takt time, you can better align your production processes, preventing both overproduction and shortages. The calculated takt time indicates whether your organization is operating faster or slower than the theoretical production time. If actual production time per unit exceeds takt time → delays will occur. If actual production time per unit is shorter than takt time → there may be overcapacity or inefficiencies. Takt time is a key concept in lean manufacturing and just-in-time (JIT) production, as it helps to create an efficient workflow.

What do you need to calculate takt time?

Before you can calculate the takt time for your process, you need two essential data sources. First, you must clearly define the available production time. This is the total time a production line or process has to operate within a given period (such as a shift or a day). Keep in mind that any downtime due to breaks or malfunctions should not be included. Second, you need insight into customer demand (or sales volume). This includes the number of products or services that need to be delivered within the same period to meet customer demand. This could, for example, be the number of orders per day. Once you have a clear understanding of both the available production time and customer demand, you can calculate the takt time.

Example of a takt time formula

Filling in a takt time formula is quite simple. If you know the available production time and customer demand, you simply enter these values to complete the formula. For example, suppose a factory operates day shifts of 8 hours. This equals 480 minutes, from which a 30-minute break must be deducted. This means the available production time is 450 minutes. Additionally, you have calculated that the daily customer demand is 150 products. The formula you will then apply is:

Takt time = available production time / customer demand

Which in this case means:
Takt time = 450 minutes / 150 products = 3 minutes per product

This means that a product must be completed every 3 minutes to meet customer demand. If the actual production time per product is longer than 3 minutes, delays will occur. If it is shorter, there may be overcapacity or waste.

How can you use the calculated takt time?

Calculating takt time helps optimize your production processes. It allows you to perfectly align production capacity with customer demand. This process alignment ensures that each production step follows the required pace to prevent shortages and overproduction. At the same time, it makes it easier to properly plan personnel and necessary resources, optimizing your inventory management and cost control. Additionally, you can identify bottlenecks in production and improve workflow efficiency.

How do takt time, cycle time, and lead time relate to each other?

Takt time, cycle time, and lead time are closely connected and impact each other. Aligning all three metrics ensures a smooth and customer-focused production process. Takt time determines the production rate needed to meet demand. Cycle time shows the actual time needed to produce one unit. Cycle time should always be equal to or shorter than takt time to prevent backlogs. Lead time includes waiting times and transportation, which influence and are influenced by cycle time. A high cycle time can unnecessarily extend lead time. By carefully monitoring these three metrics, you can enhance overall efficiency and ensure on-time delivery.

Questions about takt time in your production process? Contact us! 

Would you like to better manage takt time and other key production metrics within your organization? At EZ Factory, we are happy to help! With our digital platform, accessible throughout the factory, you can quickly detect deviations in production times and ensure targets are met. Clear work instructions are always at hand, allowing employees to follow processes quickly and accurately. Looking to improve efficiency and process standardization? Contact us!

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What is an ISO certification?

A company can obtain an ISO certificate when it meets the required ISO standards. These standards are developed by international experts and define the specific criteria a company must fulfil to be considered ‘reliable’. An ISO certification, therefore, plays a crucial role in positioning your business positively. To ensure that all business processes comply with ISO standards, companies often implement an ISO quality management system. Elements like the PDCA cycle (Plan-Do-Check-Act) help ensure that every step in the process meets the required standards. Achieving an ISO certificate demonstrates your commitment to continuous improvement and process compliance.

What are the benefits of an ISO certification?

An ISO certification optimizes your business operations in several ways. It proves your reliability and that you actually do what you claim to do. Moreover, it ensures that you meet the requirements set by clients or contracting parties. Other key benefits of obtaining an ISO certificate include:

• Cost savings due to more efficient processes.
• Early detection and prevention of potential issues through an ISO quality management system.
• A stronger corporate image, giving you a significant competitive advantage.
• Greater process transparency throughout the organization, leading to increased employee engagement and easy access to audit information.
• Process compliance, resulting in stable quality and improved customer satisfaction.

What are the most common ISO certifications?

There are numerous types of ISO certifications, and their number has only increased in recent years. For manufacturing companies, four ISO certifications are essential, covering quality, environment, occupational health & safety, and information security. Below, we explain these certifications and why they are important for your organization.

ISO 9001 – Quality

Want to convince your clients and customers that you deliver quality? Then obtaining ISO 9001 certification is a must. Recognized across almost every industry, ISO 9001 is the global standard for quality and quality management. Implementing ISO 9001 principles not only enhances customer satisfaction but also drives revenue growth and cost savings through improved efficiency.

ISO 14001 – Environment

ISO 14001 certification focuses on national environmental regulations and is strongly linked to sustainable production. Many clients and contracting parties require businesses to have ISO 14001 certification, especially for tenders and bids. Structurally improving internal environmental policies helps companies save on costs related to energy consumption and waste management.

ISO 45001 – Occupational Health & Safety

Those familiar with ISO certifications may recognize ISO 45001 as the successor to OHSAS 18001. ISO 45001 represents the latest international standards for occupational health and safety – ensuring a safe and healthy work environment. Having this certification is a valuable asset for both clients and employees. Reducing workplace risks leads to lower absenteeism, resulting in cost savings.

ISO 27001 – Information Security

In a digital world where vast amounts of personal and sensitive data are stored online, securing this information is more crucial than ever. ISO 27001 certification proves that your company meets strict information security standards. It significantly reduces the risk of data breaches and cyberattacks. Additionally, following ISO 27001 standards simplifies compliance with regulations such as the GDPR.

What do you do during an ISO certification?

To successfully obtain an ISO certificate, you start by developing your own ISO quality management system. By integrating this system as a guiding principle in your business processes and conducting regular internal audits, you can quickly make adjustments where needed. This ensures continuous process optimization until you reach the level required for ISO certification.

Do you believe your organization has met this level? Then you can apply for an ISO certificate through an external party that conducts ISO assessments. If this external specialist also determines that your organization meets all the ISO standards linked to the certification you applied for, you will receive your ISO certification. This allows you to clearly demonstrate to your clients and suppliers that your company is ISO certified.

How long does an ISO certification take?

Obtaining an ISO certification does not happen overnight. Depending on the size and complexity of your organization, the process can take anywhere from three to twelve months. The specific ISO standards you aim to meet and the level of preparation you have already done also impact the certification timeline. The preparation phase, which includes setting up and improving processes, documentation, and systems, can take up to six months. The more improvements that still need to be made, the longer it will take before you can apply for the ISO certificate.

What if you do not pass the ISO certification?

If the external specialist identifies deficiencies during the audit, they will be classified as either minor or major non-conformities. Minor issues can typically be resolved within a period of about three months, but major deficiencies often result in the rejection of the ISO certification request. This means your organization does not meet the required ISO standards, potentially affecting its reputation, customer relationships, and partnerships. Of course, you want to avoid this situation. That is why it is essential to revisit your ISO quality management system and use the insights gained from the audit to develop a new action plan. Once you have addressed all issues, you can request a new audit to achieve your ISO certification. If you don not pass the ISO certification on the first attempt, it is not the end of the road. You always have the opportunity to improve and try again.

How long is an ISO certificate valid?

Once you obtain your ISO certificate, it remains valid for three years. During these three years, regular surveillance audits are conducted by the external assessor. These audits can occur annually or even multiple times per year. Their purpose is to verify that your organization continues to meet the required standards and still deserves the certification. After the initial three-year period, a more extensive reassessment takes place. If no major issues are found during this audit, your ISO certificate will be renewed for another three years. However, if significant non-conformities are detected and not resolved in time, the certificate may be revoked. To prevent this, it is important to continuously maintain and improve your ISO quality management system.

What does an ISO certification cost?

There are no fixed costs for ISO certification. The price of an ISO certification can vary significantly depending on the size and complexity of the organization, the specific ISO certification being pursued, and the level of preparation required. As a result, ISO certification costs can range from €5,000 to €25,000 on average. Approximately €3,000 to €10,000 of this amount is allocated to the audit itself, including interim surveillance audits. Additionally, there are preparation costs to consider. The more support, external consultants, and system changes needed, the higher the costs will be. These expenses can range from €2,000 to €15,000. Furthermore, additional investments may be required for new software or extra employee time, so be sure to factor these into the overall budget.

How EZ-GO can help with ISO certification

The EZ-GO platform is the standard for managing your standards. Its checklists and forms provide a foundation for standardization, documentation, and risk assessment. Additionally, EZ-GO’s task management features help efficiently track, complete, and document actions needed to comply with ISO standards. By creating an automated and transparent system for your entire organization, EZ-GO makes audits significantly less stressful and simplifies continuous improvement. This lays a solid foundation for achieving ISO certification and maintaining compliance over time.

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What is Planned Maintenance?

The name says it all: Planned Maintenance is all about maintenance that is scheduled and structured in advance. This type of maintenance is implemented to monitor and optimize the reliability and performance of machines and equipment continuously. By adopting a Planned Maintenance system, organizations work towards the goal of reducing unexpected failures and increasing process efficiency. In doing so, Planned Maintenance helps minimize major repair and replacement costs, reduce machine downtime, and extend the lifespan of equipment. However, maintenance is not always easy to plan. That is why we distinguish between two types of Planned Maintenance, which we will explore below.

Preventive Maintenance

Preventive Maintenance is a proactive approach designed to ensure that machines and equipment receive maintenance before issues arise. This helps prevent failures, minimize wear and tear, and extend the lifespan of equipment. Preventive Maintenance follows a fixed schedule, which includes regular inspections of machines and components, as well as timely replacement of critical parts necessary for proper machine operation. However, this type of maintenance is only effective if you can accurately predict when specific maintenance tasks will be needed.

Planned Unscheduled Maintenance

Planned Unscheduled Maintenance, on the other hand, is maintenance that may arise unexpectedly, such as when a machine breaks down and immediate action is required. However, unlike completely reactive maintenance, Planned Unscheduled Maintenance ensures that all necessary resources for repairs are already in place. Even though the exact timing of the required maintenance is unpredictable, this strategy keeps the organization prepared to respond quickly and effectively. As a result, Planned Unscheduled Maintenance plays a crucial role in any Planned Maintenance system, helping to prevent unnecessary and prolonged machine downtime.

Examples of Planned Maintenance

In a factory environment, Planned Maintenance is performed more often than you might realize. It encompasses both small and large maintenance and replacement tasks. Some key examples include:

• Periodic inspections – Checking critical components such as motors, conveyor belts, and hydraulic systems plays a major role in detecting wear or defects early.

• Lubrication and oiling of machines – You likely understand how essential regular lubrication of bearings and gears is to reduce friction and minimize wear.

• Filter replacement – Timely replacement of air, oil, or water filters helps prevent contamination and maintain consistent machine performance for efficient production.

• Calibration of measuring equipment – Adjusting sensors and measuring instruments ensures accurate production quality, meeting the expectations of customers, clients, and suppliers.

• Overhauling production machines – Preventively replacing worn parts such as belts, bearings, or seals before they fail. After all, prevention is better than cure!

• Testing emergency systems – Regular testing of emergency generators, fire suppression systems, and alarm systems is crucial to ensure they function properly. This contributes to a safer workplace for both the factory and its employees.

What is the goal of Planned Maintenance?

Planned Maintenance revolves around reliability, safety, and efficiency. By scheduling maintenance tasks in advance and in a structured manner, organizations can minimize unplanned downtime, reduce productivity loss, and prevent unexpected repair costs. This is why many companies implement a Planned Maintenance system as part of their operational strategy. Additionally, Planned Maintenance helps extend the lifespan of equipment while ensuring compliance with legal requirements and safety regulations. Another key objective is cost reduction: By addressing issues proactively, companies can avoid costly emergency repairs and production halts. Moreover, maintenance tasks can be carried out more efficiently, as necessary parts and resources can be planned and procured in advance, reducing delays and unnecessary expenses.

What are the benefits of Planned Maintenance?

We have already highlighted several advantages of Planned Maintenance, but here is a clear overview of the most important benefits for your organization:

✔ You always know what to expect. Scheduling maintenance in advance gives you the time to allocate the right resources and personnel to each task. This ensures that maintenance is carried out efficiently and correctly – exactly when it is needed.

✔ Significantly reduced downtime. With Planned Maintenance, you can address potential issues before they escalate, helping to minimize machine downtime and keep production running smoothly.

✔ More value for your investment. By extending the lifespan of your valuable machines and equipment, Planned Maintenance ensures you get the most out of your investments.

✔ Faster and more efficient maintenance execution. Since everyone is aware of scheduled maintenance, and all necessary materials have been pre-arranged, tasks can be completed more quickly and efficiently.

Are there any pitfalls in Planned Maintenance?

Like any system, Planned Maintenance comes with its own challenges. One of the main difficulties is finding the right moment to perform maintenance. Ideally, maintenance activities should be scheduled at a time when productivity loss is minimized. Another challenge is securing the necessary resources, whether it is materials or personnel. This can be particularly difficult when required parts or specialists are in limited supply. Additionally, cost is an important factor to consider. While the benefits of Planned Maintenance often far outweigh the costs, the initial investment still needs to be financed. Fortunately, these challenges can largely be overcome with early and thorough planning, ensuring that maintenance is executed efficiently and at the right time.

What is the difference between Planned Maintenance and Unplanned Maintenance?

The key differences between Planned Maintenance and Unplanned Maintenance lie in their timing and approach. Planned Maintenance follows a proactive strategy that focuses on preventing failures before they occur. This includes both preventive and corrective maintenance, such as inspections, scheduled repairs, and timely part replacements to ensure machines remain in optimal condition. In contrast, Unplanned Maintenance is a reactive approach, carried out only when a failure has already happened. Because these breakdowns are unexpected, they often lead to production loss, higher costs, and prolonged downtime, especially if the required parts or technical expertise are not immediately available. By prioritizing Planned Maintenance, companies can operate more efficiently and cost-effectively, while Unplanned Maintenance often results in unnecessary risks and additional expenses due to the unpredictability of urgent repairs.

What is the difference between Planned Maintenance and Scheduled Maintenance?

The level of preparation and execution differs significantly between Planned Maintenance and Scheduled Maintenance. Planned Maintenance includes all maintenance activities that are planned in advance. This means that the necessary resources, spare parts, and work instructions are already prepared before the maintenance work begins. Scheduled Maintenance, on the other hand, is a specific part of Planned Maintenance and refers to setting a precise time for carrying out the maintenance. It takes into account factors such as production schedules, staff availability, and resource allocation to ensure that maintenance is performed efficiently and with minimal disruption to operations. Simply put, Planned Maintenance determines what needs to be done and how, while Scheduled Maintenance defines when it will be done.

How to implement Planned Maintenance in your business

Implementing a Planned Maintenance system looks different for every organization. Since each company operates with unique machinery and maintenance tasks, there is no one-size-fits-all formula. However, there are several fundamental steps that can simplify the implementation process.

• Use the right software

Working with reliable maintenance software makes it easier to track schedules, inventory, and reports. The right software also provides timely alerts regarding stock levels and shortages, allowing your team to act proactively and prevent disruptions.

• Inventory and analyse

Identify and document all equipment and machinery that require maintenance. Gather key data, including breakdown history, performance metrics, and past maintenance records, to gain insights into maintenance needs and potential improvements.

• Develop maintenance plans and schedules

Clearly outline the tasks that need to be performed, along with their frequency. Assign responsibilities to specific personnel and align maintenance activities with the production schedule to avoid unnecessary downtime.

• Prepare resources and documentation

Without the right tools, maintenance cannot be carried out effectively. Ensure that all necessary equipment, spare parts, work instructions, and trained personnel are readily available before scheduled maintenance begins.

• Execute and record maintenance activities

Carry out maintenance systematically and document completed tasks. Make sure to log any irregularities or unexpected issues, as these insights can help improve future maintenance planning.

• Evaluate and optimize

Leverage your Planned Maintenance system to identify areas for improvement and take proactive steps toward greater efficiency. Regular evaluations help refine processes and maximize uptime, ensuring long-term success.

Optimize your business processes with the EZ-GO platform

EZ-GO provides a clear and efficient way to manage maintenance plans. Employees can easily register planned tasks, document maintenance activities, and receive automated reminders for upcoming maintenance. By keeping all maintenance records centralized, EZ-GO also simplifies audits, allowing you to quickly retrieve the necessary data for any specific maintenance activity. Additionally, the platform’s checklists and digital forms ensure consistent task execution, helping your team minimize human errors while maintaining real-time visibility into maintenance progress.

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Pillar 1: Focused improvement

In this first TPM pillar, the focus is on analysing problems and identifying their root causes. By having employees from different departments within the organization work proactively together on continuous improvement, (recurring) problems are recognized and resolved more quickly. To analyse problems and determine the root causes, brainstorming sessions, flowcharts, and planned maintenance analyses can be employed. Ishikawa diagrams, also known as fishbone diagrams, are also frequently used for this first TPM pillar.

Pillar 2: Autonomous maintenance

Of all the TPM pillars, this second pillar places the greatest responsibilities in the hands of the operator: autonomous maintenance. By increasing the knowledge and scope of tasks around the machines, operators become more involved in routine maintenance. As a result, emerging problems are recognized earlier, and operators’ technical knowledge grows. Maintenance experts can then focus on more complex maintenance tasks. After all, simpler maintenance tasks, such as cleaning, lubrication, and inspection of machines, can be carried out by the operators themselves!

Pillar 3: Planned maintenance

Regular maintenance tasks are generally easy to schedule. TPM pillar 3 focuses on this planned maintenance. The goal here is to limit costs by preventing unexpected malfunctions (which can lead to machine downtime). To optimize planned maintenance, operators must be offered the right knowledge and guidance. It is also advisable to have a calendar where scheduled preventive maintenance is listed. By delving deeper into planned maintenance as an organization, wear patterns and inventory levels can be predicted and tracked more effectively.

Pillar 4: Education & training

All TPM pillars are, in some way, connected to this fourth pillar. After all, if you strive for continuous improvement, you must keep learning. Education and training for operators, maintenance personnel, and management help with the timely identification of problems, standardization of routine maintenance, and execution of proactive and preventive maintenance. With the right education and training, the necessary knowledge is developed to achieve TPM goals. This can be facilitated through interactive training sessions, courses from external training organizations, or personalized development plans. Additionally, leveraging individual knowledge is crucial. The older generation can share valuable hands-on experience, while the younger generation can support their senior colleagues with digital advancements. By continuously learning together and motivating one another, your organization remains a strong environment for onboarding a new generation of operators.

Pillar 5: Early management

As the name suggests, this TPM pillar ensures that you stay ahead by focusing on the early stages of process and equipment development. Early management is all about optimizing design procedures for introducing new installations or products. Other TPM pillars, such as autonomous maintenance, provide the necessary knowledge and insights to implement early management as effectively as possible. The objective is to introduce new products or machines as quickly and efficiently as possible – at minimal cost, with high quality, fast production speeds, and maximum reliability. By applying this pillar, new products or machines can reach their desired performance levels more rapidly and with fewer startup issues. This ultimately leads to smoother implementation, fewer inefficiencies, and improved performance management results.

Pillar 6: Quality management

By standardizing quality levels, defects and associated costs are significantly reduced. Identifying and addressing these shortcomings in a timely manner ensures better performance during audits and other inspection moments. In this way, quality management eliminates unnecessary expenses, enhances customer satisfaction, and improves the overall efficiency of the production process. However, quality is not only about product standards. It also relates to safety, the environment, and a positive working environment. We will explore these aspects further in pillar 7.

Pillar 7: Safety, health, well-being & environment

Some TPM pillars go hand in hand, and this is especially true for the previous pillar (quality management) and Pillar 7. While quality management plays a key role in audit preparation, this pillar focuses entirely on HSE: Health, Safety & Environment. However, it goes even further by also incorporating environmental considerations into its scope. This pillar is not just about machines but also about the people operating them. It assigns responsibility to everyone regarding workplace safety and raises awareness among employees about environmental issues. On a smaller scale, it also encourages employees to maintain a safe and organized workspace, fostering a culture of responsibility and care within the organization.

Pillar 8: TPM in the office

The TPM pillars do not stop at the production floor. Efficiency in administrative tasks is just as crucial. Especially in logistics and planning departments, there are often inefficiencies that can be eliminated, saving both time and costs. By streamlining workflows and reducing unnecessary paperwork and archiving, information can be delivered at the right time, in the right format, and at minimal cost to where it is needed most. A key element in achieving this is the Gemba Walk. Management should actively visit the production floor to observe firsthand what is truly needed and valued by employees.

Implementing TPM in your factory with the EZ-GO platform

With the EZ-GO platform, operators gain direct access to visual work instructions, checklists, and results. This digital standardization significantly improves maintenance efficiency, reduces errors, and helps prevent breakdowns. Additionally, by submitting reports and improvement proposals, a faster and stronger connection is established between the production floor and management. EZ-GO provides essential support for maximizing the potential of all 8 TPM pillars within your organization. Curious to see it in action and how your processes and task management can be visualized? Request a free demo today and experience the benefits of EZ-GO for yourself!

The post The 8 Pillars of TPM appeared first on EZ Factory.

What is an ISO audit?

ISO stands for the International Organization for Standardization. In manufacturing, ISO provides the key standards to ensure the safety, efficiency, and sustainability of products and processes. To verify whether an organization meets a specific ISO standard, audits are conducted: these are ISO audits. Each standard can have its own separate ISO audit. In manufacturing, the ISO 9001 and ISO 27001 audits are the most commonly applicable.

During an ISO audit, the effectiveness and functionality of the quality management system are assessed. This is why ISO audits are often conducted internally to better evaluate internal processes. On one hand, an ISO audit is required to obtain specific ISO certifications, but on the other, it provides valuable insights for continuous improvement. Since ISO standards are rigorously reviewed every five years, conducting ISO audits is not a one-time action. Quality systems must be regularly reviewed to maintain ISO certification.

What is ISO certification?

The goal of an ISO audit is ISO certification. This certification tells the company and its customers that the organization’s quality system complies with the strict standards and requirements set by ISO. At the same time, the certification demonstrates that the organization adheres to legal and regulatory requirements concerning quality and production.

Each type of ISO audit has its own certification. This requires time and other investments from the organization. Even a well-prepared company should expect it to take several months to achieve certification. However, achieving ISO certifications also offers significant benefits. These include increased efficiency, optimized business processes, and an improved company image. Certifications like ISO 27001 and ISO 9001 can only be issued by a qualified party authorized to conduct these audits.

Why is an ISO audit important?

For companies looking to objectively assess their systems and processes, an ISO audit is an essential tool. It provides an objective assessment, offering valuable input to improve business processes. Additionally, an ISO audit provides better insight into how well international standards related to quality, environment, and safety are being followed. ISO audits are also useful for identifying risks. By checking whether standards are consistently followed, mistakes can be identified, corrected, and prevented in the future.

This control can be done easily through the use of checklists and forms for both the execution of process steps and the audits themselves. On top of these benefits, ISO audits inspire confidence among customers, partners, and suppliers. They show that a company takes quality and sustainability seriously, potentially leading to a competitive advantage and improved reputation. It is also important to remember that ISO certification is mandatory for certain markets.

Internal ISO audit vs. external ISO audit

ISO audits come in two forms: internal ISO audits and external ISO audits. These audits are conducted by different parties with different purposes. An internal ISO audit can be performed by employees of the company or designated internal auditors, who are independent of the processes being assessed. The purpose of an internal ISO audit is to verify if the quality management system complies with ISO standards, including ISO 9001.

Internal audits often identify potential areas for improvement, which must be addressed to kickstart a continuous improvement process. These audits are typically conducted regularly, such as annually or quarterly. For an external ISO audit, an independent and external body must be hired that is authorized to issue ISO certifications. This party assesses whether the ISO standards are adequately followed and whether the company qualifies for certification. Even after certification, this external body must confirm whether the certification can be renewed. Hence, external ISO audits also affect the retention of certifications.

What should you do during an ISO audit?

An ISO audit starts with preparing documentation, such as policies, procedures, work instructions, and records, which must be up-to-date and accessible to the auditor. Next, it is important to inform employees about the ISO audit and provide training, so they understand the audit’s goals and their own role. This helps them recognize how their tasks contribute to the quality management system and prepares them for potential questions from the auditor.

In the case of an external ISO audit, it is also advisable to conduct an internal audit first to identify and resolve any potential issues before the external audit takes place. Open communication is essential to ensure the audit runs smoothly. Provide access to documents, guide the auditors, and answer all questions honestly. If the auditor identifies issues requiring corrective action, address them immediately to meet ISO standards. After the ISO audit, all results are presented to management for collective analysis.

How can you prepare well for an ISO audit?

Preparation is key for an ISO audit. It is important to follow an ISO audit checklist to ensure no crucial steps are missed and that actions are taken in a practical order. Avoid losing time and resources due to well-known mistakes during ISO audits. To help you, we provide an ISO audit checklist and a list of common mistakes during ISO audits.

ISO audit checklist

For conducting ISO audits in manufacturing environments, the following ISO audit checklist can be used:

1. Documentation check: Are procedures, work instructions, records, and quality policies up-to-date? Are process and quality objectives clearly documented and communicated?
2. Process management: Are production processes carried out according to standardized procedures? Are process controls and measurement methods effectively implemented?
3. Materials and inventory management: Is there a system for managing inventories, and are all incoming materials properly checked and recorded to keep inventory up-to-date?
4. Product quality control: How is a production batch checked for quality and conformity? Are there procedures in place for handling non-compliant products?
5. Maintenance: Is equipment maintained regularly, and are these records up-to-date and complete?
6. Safety and environment: To what extent are safety and environmental standards followed? Are there measures in place related to waste management and energy efficiency?
7. Training and competence: Is the need for training regularly reviewed and followed up on? Are employees trained and qualified to perform their tasks?

Common mistakes during an ISO audit

Several common mistakes still occur during ISO audits, but you can avoid them. Insufficient preparation and poorly conducted internal ISO audits are two examples. Another frequent mistake is the lack of evidence to demonstrate compliance with standards. Avoid starting an ISO audit with a management team that is not well-informed about the quality management systems, or that is overly focused on just achieving certification at the expense of actual improvement. Lastly, incomplete or misleading communication and failure to implement corrective actions are also common pitfalls. Stay quick, honest, and open in communication.

Questions about ISO audits?

Want to learn more about preparing for and conducting ISO audits? Or are you looking to improve and speed up the audit process? EZ Factory can help. With our EZ-GO platform, you can quickly use practical checklists and forms to easily track both audits and daily tasks for employees. The real-time insights provided by the platform allow you to access crucial data during audits. Perfect for use in production environments!

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What is an improvement proposal?

An improvement proposal is a detailed plan outlining the intent to implement a specific improvement in a process, product, or work environment. The goal is to enhance one of these areas. In production environments, improvements are often focused on efficiency, quality, safety, or cost savings. When writing an improvement proposal, the focus could be on modifying machines, work instructions, or workflows. An improvement proposal often requires supporting data to demonstrate that the improvement is worthwhile. This data can include documented production results or analyses such as audits. From this starting point, you can create the improvement proposal, where a clear description of the problem and the proposed solution must be provided.

For production environments that work according to the Kaizen method or the PDCA (Plan-Do-Check-Act) principle, creating an improvement proposal is step one in the process. From the proposal, the cycle of identifying problems, seeking solutions, implementing solutions, and moving towards the next improvement proposal begins.

Why use an improvement proposal?

Writing an improvement proposal can support various goals. For example, it can be used as a basis for a permanent improvement that leads to a reduction in errors, waste, or lead times. It can also help increase customer satisfaction or improve safety. The main goal of creating an improvement proposal is to promote continuous improvement within the organization. By using improvement proposals, small changes become more achievable, which collectively have a positive impact on the overall productivity and efficiency of the production environment. Since input for an improvement proposal often comes from the shop floor, this proposal supports a bottom-up approach within the organization.

What does an improvement proposal include?

A good example of an improvement proposal contains several elements that together form a clear overall picture. To cover all these elements, you can follow the 5W1H method. This method stands for six key questions:

• What happened?
• Who was involved in the problem?
• Where did the problem occur?
• When did the problem arise?
• Why did the problem arise?
• How did it happen?

After answering all these questions, you will have a good understanding of the problem that occurred. Next, it is important to put a clear and concrete description of this problem on paper, along with a proposal for solving it, the expected benefits of the improvement, the resources needed to implement the improvement, and a feasible implementation plan.

Step-by-step guide to writing an improvement proposal

Want to write your own improvement proposal? It is essential to achieve a clear and convincing result. To help you with this, we have outlined a simple step-by-step guide. Follow these four steps to work in a focused way. This improvement proposal guide can be applied in all production environments.

Step 1: Describe the problem using the 5W1H method

Clearly describing the problem is the foundation of the improvement proposal. To describe the problem as thoroughly and clearly as possible, use the 5W1H method mentioned earlier. Make sure you answer the Who, What, Where, When, Why, and How regarding the problem. With this information, you can create a convincing improvement proposal.

Step 2: Determine the solution(s)

Now that the problem is clear, it is time to think about possible solutions. Consider different scenarios and approaches that could help find the perfect solution. Are there multiple options? If so, weigh the pros and cons of each and compare the results. Also, evaluate all the options in terms of feasibility, required resources, time frame, and personnel involvement. This ensures that the solution is both effective and realistic. Prepare to present the solution to the rest of the team, explaining how the solutions address the problem and why these solutions are the best choices. To be more convincing, use facts, data, and examples to support the proposal.

Step 3: Assess the difficulty of the change

Before you present the proposal convincingly, it’s important to assess the complexity of the potential changes. How difficult is it to implement the proposed changes? Will new technology be needed for the solutions? Does the staff require additional training to follow through with the implementation? These are all questions to consider when categorizing potential solutions. Divide the proposed options into the categories of ‘simple’, ‘medium’, and ‘complex’. The category a change falls into will provide insight into the time, resources, and budgets needed to implement the change within the organization. Now that you know which category the proposed solutions belong to, you can paint a realistic picture of the expectations.

Step 4: Describe the benefits of the change

A change is only interesting if the effort invested can be more than earned back. In this final phase of the improvement proposal guide, you work out the benefits of the change. Consider indirect benefits, such as increased customer satisfaction and a safer work environment. Also, think of direct benefits like lower costs, improved efficiency, higher productivity, and better process consistency. Always make sure to describe not only the benefits but also the potential risks. Explain how these risks can be minimized and demonstrate that the benefits clearly outweigh the costs, efforts, and risks associated with the change. With this final step, you will be best positioned to convince the rest of the team of your improvement proposal.

Curious about how your factory can improve?

Want to improve your factory in a smart way? Use a digital platform that automatically collects and analyses data, giving you immediate visual insight into your production environment’s performance. See directly where deviations or problems arise, create a more direct connection with the shop floor, and use the collaboratively identified bottlenecks to create new improvement proposals.

The EZ-GO platform helps you with all these steps by providing digital tools that support the daily tasks of both operators and managers. Checklists and forms are an important part of the platform. These digital lists are used to facilitate and track quality checks, safety inspections, and maintenance tasks. This reduces manual errors and increases process consistency – two advantages that lead to immediate improvements. With the action module, you can also submit improvement proposals, where you can describe the problem, the proposed solution, who is involved, and attach any supporting images. Everyone always has access to up-to-date information, and noticeable deviations can be reported on the spot, making improvement options visible quickly. Want to support and implement improvement proposals smartly? Then choose EZ-GO!

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What is centerlining?

Centerlining is a specialized methodology used to optimally set up a machine or an entire production line and maintain it as consistently as possible. Since centerlining is specifically designed for factories, it is often referred to as centerlining manufacturing. In centerlining, you document all the ideal settings for the machines—think of factors like speed, temperature, and pressure. This ensures consistent quality in the final product and speeds up production. By documenting and monitoring all these ‘centerline settings,’ the factory minimizes variation in production (or a specific production process). Ultimately, this leads to fewer errors and less downtime, automatically increasing both productivity and quality.

How does centerlining contribute to your factory’s productivity?

Centerlining manufacturing helps reduce variations in the production process, leading to increased factory productivity. A more consistent process results in better process conformity and less waste of time and raw materials. Since employees need to intervene and troubleshoot less frequently for solutions, production becomes much more efficient. Additionally, centerlining eliminates surprises. You can rely on predictable production times, enabling you to align your planning and deliveries perfectly with actual production. Overall, centerlining in manufacturing helps lower costs, improve quality, and create a more reliable production process.

How to implement centerlining in your factory?

Before you can implement centerlining in your factory, you need to identify which factors determine the quality of the final product or process. These factors are called parameters and can include speed, temperature, pressure, and feed rate, for example. For all these parameters, you will then determine the optimal settings. Previously recorded data and tests can often provide insights here. These centerlining values should be documented and established as new standard settings. Once the production process runs according to these centerlining parameters, it is crucial to intervene immediately in case of deviations. This requires trained employees who understand the principle of centerlining and can apply the established settings. Therefore, make sure there is sufficient knowledge on the work floor to fully leverage centerlining in manufacturing.

Example of centerlining

To give you a clearer idea of how centerlining could look in your factory, here is a realistic production example.

Imagine: Your factory focuses on producing bottles of soda. You have a filling machine that ensures every bottle is filled with the exact right amount of soda. The parameters important for the operation of this machine include the fill rate, the pressure of the filling process, and the temperature of the soda. Standard settings are used and documented for all these parameters. This results in a consistent fill rate and precise fill level for each bottle. By regularly checking whether the machine operates within the established parameters, you prevent soda waste. You also reduce production downtime caused by error messages. At every startup or reset of the machine, the standard settings are applied immediately, ensuring the process runs optimally from the very first moment. This way, the factory benefits from consistent quality and more efficient production. Win-win!

Supporting centerlining with the EZ-GO platform

A digital tool where you can document the optimal settings and processes and make them accessible to all employees – now that would be handy! Fortunately, this is all possible with the EZ-GO platform. Document centerlining settings, share them with colleagues, and monitor in real-time for any deviations. The standardized workflows and checks are directly accessible to every employee via phone or tablet. This leads to more consistent and efficient production processes. EZ-GO supports the implementation of centerlining in your factory in this way. Want to experience the convenience of EZ-GO yourself? Request a demo now!

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What is a swimlane diagram?

A swimlane diagram, also known as a swim lane diagram, is a process diagram used to better understand an organization. It specifically looks at different workflows, responsibilities, and interactions – either across the entire organization or within a specific project. Visually, a swimlane diagram is recognizable by its parallel ‘swim lanes’. Each swim lane represents a specific department, employee, team, or role. Actions or events are placed within these lanes in the form of small rectangles. Arrows are used to indicate the sequence of process steps, making it easy to see which steps are carried out by which responsible parties and how the actions are interconnected. Inefficiencies, duplicate actions, and a lack of accountability for specific tasks can be identified. For this reason, a swimlane flowchart is the perfect foundation for process analysis and optimization, project management, and software development.

Example of a swimlane diagram

Imagine a factory wants to create a swimlane diagram for quality control. The first step is to identify the departments involved. Each department gets its own swim lane in the diagram. Then, the responsibilities of these departments are placed in the correct order within the lanes. This could look like the following:

Purchasing (Swimlane 1):

• Receipt of raw materials
• Quality inspection of raw materials
• Storage in the warehouse

Production (Swimlane 2):

• Withdrawal of raw materials from the warehouse
• Production of parts
• Assembly of final products

Quality control (Swimlane 3):

• Inspection of final products
• Identification of defects
• Approval or rejection of products

Shipping (Swimlane 4):

• Packaging of approved products
• Preparation for shipment
• Shipping to customers

As you can see, the workflow is immediately clear, and the responsibilities of each team are easily comparable. Since each department has its own swim lane, it is easy to see if any responsibilities are duplicated or missing.

What are the benefits of a swimlane flowchart?

The greatest benefit of a swimlane flowchart is the visual clarity it provides. The method is often used for complex processes involving multiple parties. Separating responsibilities, departments, and teams offers better oversight. It also helps identify bottlenecks, inefficiencies, and overlapping responsibilities. All of this forms the basis for process optimization, improved communication, and enhanced collaboration.

How to create a swimlane diagram?

A swimlane diagram always follows a fixed structure using standard symbols, making it easy to read once completed. To properly visualize a process, a swimlane diagram uses four symbols and four steps to map out the business process.

Explanation of symbols in a swimlane diagram

You always fill in swim lanes using fixed symbols. It is important to know what these symbols are and what they represent. Here is a breakdown:

• Swim lanes: Create horizontal or vertical sections (lanes), each representing a different department, team, or responsible person. The swim lanes provide a clear and organized diagram by separating the different responsibilities.
• Activity blocks: Use small rectangles to indicate different individual steps or actions within the process. Placing these activity blocks in the correct order within the swim lanes clarifies the process steps.
• Arrows: Use arrow-shaped lines to indicate the direction and sequence of the workflow between activities. The arrows must align with the chosen placement of the activity blocks.
• Decision diamonds: Display choices or decision points in the process with diamond-shaped symbols. Depending on the decision, different outcomes can result from these points.

Mapping business processes across all departments

To create a swimlane diagram, you must clearly understand the business processes of all departments. Mapping these processes is a crucial step in setting up a swimlane diagram. Follow these steps:

1. Identify involved departments and teams: First, determine which departments or individual roles are involved in the business process. Create a separate swim lane for each responsible party (department) in the diagram to distinguish them clearly.
2. Define the process steps: Gather as much information as possible about the different activities within each team or department. Recording these steps in the correct swim lane clarifies each responsible party’s task set.
3. Connect the steps: Use the arrows mentioned above to link the process steps in the correct order. This way, you can show how work ‘flows’ between departments.
4. Add decision points to the diagram: Determine where decisions need to be made and mark these moments with a diamond symbol. This shows that the process can take different directions depending on the outcome of the decision made.

Start creating swimlane diagrams yourself

Want to start creating swimlane diagrams for your organization and track your progress? Make it easier for yourself by using EZ-GO. With this platform, you can document improved processes, such as reducing three checks to one. It is even possible to complete this check with photographic evidence. Since EZ-GO is focused on visualizing tasks for all involved, it creates greater clarity for every responsible person and task. Separating responsibilities and optimizing processes within teams and departments becomes much easier. As a result, you increase efficiency and benefit from more consistent processes. Feel free to sign up for a demo to experience EZ-GO yourself!

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What is the Pareto analysis?

The Pareto analysis, developed by Vilfredo Pareto and later refined by Joseph M. Juran, focuses on the relationship between causes and problems. The essence of Pareto analysis is to look closely at the causes of problems using the 80/20 rule. This rule states that 80% of problems can be traced back to 20% of the key causes. By using this analysis, you can solve a large proportion of problems by addressing a small number of critical causes, making it easier to eliminate major issues by focusing on a few root causes.

Why use the 80/20 rule?

The 80/20 rule derived from Pareto analysis is often used to set better priorities and work more efficiently, especially in process improvement and process confirmation. By focusing on the 20% of causes that lead to the majority of problems, you can achieve the greatest impact with the least effort. The benefits of the 80/20 rule can be summarized in terms of efficiency, time savings, and focus – all interconnected aspects. By tackling the most important tasks first, you maximize results and avoid wasting time and resources on less significant causes. Additionally, you can bring more effective focus to the process, acting strategically on the factors most crucial for rapid improvements. Thus, the Pareto principle can be applied for various reasons but will always lead to greater efficiency, time savings, and focus for the organization.

How to perform a Pareto analysis?

To dive deeper into the Pareto principle and make the most of a Pareto analysis, there are a few standard steps to follow. These four steps ensure that you use the Pareto analysis effectively in practice. You can easily perform a Pareto analysis yourself by following these basic steps:

1. Identify the problems

Gather as much input as possible that reflects potential problems. This can be done through interviews, reports, and observations by yourself or employees. By listing all the problems, you can start grouping them by type and cause. Include a cause-effect theory in this step to get a complete picture.

2. Determine the order of urgency

Use a Pareto chart to organize all problems and causes in a way that the most significant cause of the biggest problem is at the top. A Pareto chart (bar graph) allows you to quickly see which cause is associated with which problem. Arrange the bars from high to low to establish prioritization.

3. Assign a score to each problem

Once all problems are identified, and causes are prioritized using the Pareto chart, you can assign a score to each problem. Do this in a way that problems heavily impacting the company’s success receive the highest score. For example, look at how a problem affects profitability or customer satisfaction. The problem with the most significant impact will receive the highest score on the Pareto chart.

4. Group problems and sum the scores

Combine all causes that lead to the same problem into a group. Then, sum the scores of the different groups to identify which group has the highest score – and thus the highest priority. This is where the most gains can be achieved when it comes to process optimization.

Example of a Pareto analysis

If performing a Pareto analysis for your organization seems like a good idea, but you are unsure what it looks like in practice, the following example can provide inspiration:

In a factory that produces metal parts, frequent production errors have been causing extra time and costs. These errors are identified during audits but have also been noticed by customers. The management initiates an investigation following the Pareto principle to determine the causes of these errors. The Pareto analysis reveals that 80% of the errors indeed stem from just 20% of the causes. After collecting all data in a Pareto chart, the most common causes appear to be:

• Incorrect calibration of machines (45% of errors)
• Inadequately trained personnel (25% of errors)
• Poor quality of raw materials (15% of errors)
• Improper maintenance of equipment (10% of errors)
• Other causes (5% of errors)

The incorrect calibration of machines most often leads to problems, followed by inadequately trained personnel. By focusing on improving machine calibration and staff training, the factory can now address the majority of its problems, improving and standardizing product quality. This will lead to a more efficient production process while reducing costs associated with defects and errors.

Need help optimizing your business processes?

Do you want continuous access to the right data and input for a Pareto analysis to optimize your business processes? With EZ-GO, employees can quickly enter data on production problems or inefficiencies. This data is then automatically analysed, making it easy to conduct a Pareto analysis. In this way, the main causes of problems can be identified, and priorities can be set for improvement actions. Additionally, EZ-GO offers a user-friendly interface for standardizing work instructions, conducting audits, and monitoring performance, enabling companies to achieve continuous process improvements. We would be happy to tell you more about our EZ-GO platform during a no-obligation consultation!

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